Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
FedEx Corp.'s noncontract air customers will see their 2016 rates rise at a faster clip for slower transit times than for the company's premium services that promise faster deliveries, according to data provided today by parcel consultancy Shipware LLC.
According to Shipware data, domestic rates for "Priority Overnight," which guarantees deliveries by 10: 30 a.m. the next day to most U.S. addresses, will rise by 4.69 percent. From there, however, the costs escalate well above the average increase. Prices for deliveries using the unit's "Standard Overnight" service, where parcels are delivered by 3 p.m. the next day, will climb by 6.05 percent, according to Shipware data. Rates for second-day morning deliveries will increase by 7.6 percent, two-day afternoon services by 7.67 percent, and three-day deliveries, known as " Express Saver," will rise 7.34 percent, Shipware said. The services are offered by FedEx Express, the company's air and international unit.
Memphis-based FedEx announced late Tuesday that it would raise its published rates, effective Jan. 4, by an average of 4.9 percent on U.S. domestic and U.S. export and import services. The one exception is FedEx "SmartPost," a service performed in conjunction with the U.S. Postal Service. Those rates, which apply to packages tendered by FedEx to USPS for last-mile deliveries to residencies, have yet to be announced, though the company said those would increase as well.
FedEx's ground-parcel customers will also absorb higher rates than the average increase, mostly for lighter-weighted parcels, according to Shipware data. Rates charged by FedEx Ground, the company's ground-delivery unit, will rise 5.8 percent for parcels weighing one to five pounds. Rates will rise 5.5 percent for parcels weighing six to 10 pounds, 5.4 percent for parcels weighing 11 to 15 pounds, and 5 percent for parcels weighing 16 to 20 pounds, according to Shipware data. Most packages tendered for ground deliveries weigh less than 20 pounds. By contrast, rates on packages weighing 51 to the maximum of 150 pounds will increase less than the average, according to Shipware.
The 2016 ground increases will be distributed more evenly across the weight classes than were the 2015 ground increases. In 2015, the hikes were heavily skewed towards lighter weighted traffic, Shipware said. The minimum delivery charge for transporting a ground package will be $6.94, a 5-percent increase from 2015 levels, Shipware said; between 2006 and 2016, the minimum charge for ground deliveries has risen a cumulative 82.6 percent, Shipware said.
The consultancy said it would analyze the impact of rate increases by FedEx Freight, the company's less-than-truckload (LTL) unit, and for its international services at a later date.
In recent years, FedEx and arch-rival UPS Inc., which hold a near-duopoly on U.S. business-to-business (B2B) parcel services, have raised their published rates at higher levels than the announced averages, depending on the type of service or, more predominantly, the weight breaks of their shipments. Atlanta-based UPS has yet to disclose its 2016 rate increases.
Rob Martinez, Shipware's president and CEO, said the faster pace of increases on the less-urgent FedEx Express services reflects increased customer demand and higher costs to provide the services. "The fact that FedEx, and UPS, continue to levy higher increases on less-premium express services ... than [on] more premium products ... indicates to me that those services carry a higher cost to serve," Martinez said in an e-mail.
Besides the rate increases, FedEx will also hike the costs of a broad range of "accessorial" charges, fees for services beyond the basic pick-up and delivery services. For example, effective this Nov. 2 FedEx Ground will impose a $110 special fee on "unauthorized" shipments, which are packages whose dimensions or combined dimensions and weight are beyond the unit's maximum handling capabilities and would be transported at its discretion. The fee is in addition to the rate charged to move the shipment, according to Shipware data.
FedEx will also boost its surcharge for "oversize" shipments—packages that weigh less than 150 pounds but exceed 108 inches in length or 130 inches in combined length and girth—to $67.50 per shipment from $57.50, Shipware said. The increase, which is on top of the shipping rate, takes effect Jan. 4.
FISCAL FIRST-QUARTER RESULTS
The rate and fee adjustments came the day before FedEx released its fiscal-2016 first-quarter results, which to some extent felt the combined sting of a slowing world economy; the rising value of the U.S. dollar, which curbed export activity; a rise in inventory levels in the U.S. that muted shipping activity; and a drop in capital expenditures as businesses turned cautious during the period. While FedEx Express had a fairly solid quarter, operating income and margins for FedEx Ground and FedEx Freight were pressured by higher operating costs, and by reduced demand due to a drop in industrial production during the period.
Yesterday, FedEx forecast that U.S. industrial production would rise 1.6 percent in 2015, a drop from the 2.2-percent increase it predicted in June. FedEx Freight, which moves a lot of industrial goods, was more impacted by the decline than the two other units, company executives said. Industrial production should increase 2.6 percent in 2016 as manufacturing gets back on track, FedEx predicted. U.S. GDP should rise by 2.5 percent in 2015 and 2.8 percent next year, the company predicted. World GDP should gain 2.8 percent this year and 2.9 percent in 2016, it forecast.
FedEx Express' fiscal operating income and margins rose 45 percent and 5.5 percent, respectively, over the prior-year period, despite a 4-percent drop in revenue due to the impact of lower fuel surcharges and unfavorable currency exchange rates. FedEx Ground's revenues jumped 29 percent from last year's quarter, helped by an 11-percent jump in yields—including the impact of fuel surcharges—resulting from a shift in pricing on parcels measuring less than three cubic feet based on their dimensions rather than their actual weight. However, operating income fell 1 percent and margins dropped 18.4 percentk partly due to higher package sizes and partly to an increase in reserves set aside for self-insurance premiums.
The unit is building hubs in Allentown, Pa., Ocala, Fla., and Tracy, Calif., outside of Sacramento, to accommodate expected increases in B2B and business-to-consumer (B2C) traffic. Construction on two of the hubs has already begun, with work on the third set to begin later this fiscal year, according to Angela Wheland, a FedEx Ground spokeswoman. Work on the third will start later this fiscal year, Wheland said. FedEx's 2016 fiscal year ends next May 31. All three hubs should be operational within the next one to two years, Wheland added.
FedEx Freight posted flat year-over-year revenue, a 21-percent drop in operating income and 10.4-percent decline in operating margins. Average daily shipments fell 1 percent, pressured by weak demand, FedEx said.
According to FedEx, the proposed breakup will create flexibility for the two companies to handle the separate demands of the global parcel and the LTL markets. That approach will enable FedEx and FedEx Freight to deploy more customized operational execution, along with more tailored investment and capital allocation strategies. At the same time, the two companies will continue to cooperate on commercial, operational, and technology initiatives.
Following the split, FedEx Freight will become the industry’s largest LTL carrier, with revenue of $9.4 billion in fiscal 2024. The company also boasts the broadest network and fastest transit times in its industry, the company said.
After spinning of that business, the remaining FedEx units will have a combined revenue of $78.3 billion based on fiscal year 2024 results for its range of time- and day-definite delivery and related supply chain technology services to more than 220 countries and territories through an integrated air-ground express network.
The move comes after FedEx has operated its freight unit for decades. After launching in 1971 as an overnight air courier service, FedEx grew quickly and in 1998 acquired Caliber System inc., creating a transportation “powerhouse” comprising the traditional FedEx distribution service and small-package ground carrier RPS, LTL carrier Viking Freight, Caliber Logistics, Caliber Technology, and Roberts Express. And in 2006, FedEx acquires Watkins Motor Lines, enhancing FedEx Freight’s ability to serve customers in the long-haul LTL freight market.
FedEx share prices rose after the announcement, as investors cheered a resolution to the debate that had lingered since June about whether the event would happen, according to a statement from Bascome Majors, a market analyst with Susquehanna Financial Group. And FedEx Freight will become a major player in the sector, based on its 16% share of industry revenue in 2023, well above Old Dominion Freight Lines (ODFL)’s 10% and SAIA’s 5%, he said.
Likewise, TD Cowen issued a “buy” rating for FedEx based on the long-awaited move, according to Jason Seidl, senior analyst focused on rail, trucking and logistics. That came as investors were soothed about their worries of potential “dis-synergies” from the split by the detail that FedEx Freight and legacy FDX have signed agreements that will continue the connectivity of the two networks.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.